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Peoplecert MSP-Practitioner Exam Syllabus Topics:

SectionObjectives
Delivery Teams- Project-level Delivery
  • 1. Interfaces between projects
  • 2. Project team structures
- Programme Support
  • 1. Risk and issue management
  • 2. Business Analyst function
- Business Readiness
  • 1. Transition planning
  • 2. Training and communication
Seven Sins Themes of MSP- Leading and Supporting Change
  • 1. Stakeholder engagement
  • 2. Communication planning
- Defining and Gaining Approval of the Business Case
  • 1. Risk-reward analysis
  • 2. Cost-benefit analysis
- Embedding the Outcomes
  • 1. Organizational learning
  • 2. Capability exploitation
- Managing the Business Layer
  • 1. Portfolio alignment
  • 2. Business as usual integration
- Delivering the Capability (Outputs)
  • 1. Quality and readiness
  • 2. Project convergence
- Evaluating the Programme's Health
  • 1. Exception handling
  • 2. Health check activities
- Delivering the Benefits (Outcomes)
  • 1. Sustained behaviour change
  • 2. Benefits realization tracking
Governing Themes- Organization
  • 1. Business Change Assistant roles
  • 2. Programme Organization structure
  • 3. Roles and responsibilities
- Business Case
  • 1. Realizing and measuring benefits
  • 2. Benefits dependency network
  • 3. Investment decision making
- Vision
  • 1. Defining and communicating the vision
  • 2. Linking vision to organizational strategy
- Blueprint
  • 1. Target architecture
  • 2. Transition architecture
  • 3. Maintaining the blueprint

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q11-Q16):

NEW QUESTION # 11
The programme is in the 'embed the outcomes' process at the end of Tranche 2. As part of the adopt the capabilities activity, the BCM is concerned that many of the sales staff are continuing to use the old sales system alongside the new systems and processes. This is impacting on cost reductions and increased sales.
The BCM has confirmed that the new system has all the functionality required.
As part of the 'adopt the capabilities' activity what should the BCM do to resolve this situation?

Answer: B

Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Embed the outcomes' process is where the focus shifts from delivering technical capabilities to ensuring that those capabilities are integrated into business-as-usual (BAU). A key activity within this process is 'Adopt the capabilities', which involves supporting the business through the transition and ensuring that old ways of working are retired.
In this scenario, the staff are resisting the change by maintaining a "safety net" (the old system). According to MSP 5th Edition, to successfully embed a change, the programme must often "burn the bridges" to the old state once the new system is proven to be functional. Option D is the correct answer because it addresses both the technical and human aspects of the transition. Removing access to the old system forces the adoption of the new process, while providing support ensures that staff feel capable and confident in the new environment. Simply reporting on benefits (Option A) or encouraging knowledge sharing (Option C) will not resolve the issue if the old system remains an available option for those resistant to change. The Business Change Manager (BCM) must lead this transition, ensuring that the organization moves fully into the future state described in the Target Operating Model, thereby allowing the benefits to be fully realized.


NEW QUESTION # 12
In Managing the Tranches, which role is responsible for preparing for the next tranche?

Answer: B


NEW QUESTION # 13
The programme manager has produced a rough estimate of costs based on the recently completed roll-out of smart metered services to electricity and gas customers.
Is this an appropriate application of the 'identify the programme' process, and why?

Answer: B

Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
In the 'Identify the programme' process, the goal is to establish a high-level justification for the programme.
At this early stage, detailed information is rarely available, and the investment of significant time and resources into precise budgeting is not yet warranted. However, a "rough order of magnitude" estimate is essential for the Sponsoring Group to make an informed decision about whether the programme is worth pursuing.
Option B is the correct answer because the Programme Brief must contain a high-level business case. This includes an initial estimate of costs, benefits, and risks. The use of historical data (the previous electricity and gas rollout) is a common and appropriate technique for "top-down" estimation during this process. This
"understanding of the cost" allows the SRO to determine if the programme aligns with the organization's financial capacity before committing to the more expensive 'Design the outcomes' and 'Plan progressive delivery' processes. While Option A is partially true in that detailed budgets aren't required yet, the reason it is appropriate is specifically to enable the initial "go/no-go" decision. Option C is incorrect because while more detail is added later, some estimation is mandatory now. Option D is a valid risk to the accuracy of the estimate, but it does not make the application of the process inappropriate; adjustments for the different utility types would simply be part of the estimation logic.


NEW QUESTION # 14
Who is accountable for approval to proceed?

Answer: A


NEW QUESTION # 15
POTI model is part of which governance theme?

Answer: A


NEW QUESTION # 16
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